HRM CHRONICLES
Unconcious Biases At The Workplace : Killing The Dragon !
By Samson Osero
Unlike my lateness to our last month ’ s get-together meeting , this time I arrived early by one hour . Angela and Daudi found me already seated taking my favorite drink at the Ostrich Farm Resort . As they sat down , I put on my cowboy hat to shield my “ airport ” from the afternoon scorching sun of the on-going drought .
Nodding that I had done the right thing , Daudi , a political science lecturer , asked me : “ With all this bickering at the national arena , what topical issue shall we discuss ?” I was quick to point out that we focus on unconscious biases that have bedeviled workplaces since the introduction of formal employment in Kenya .
From the manner she automatically shrugged her shoulders , Angela , a seasoned HR professional , seemed unenthusiastic about the topic . I asked : “ Can we then change the topic to : conscious biases in making employment decisions ?” Daudi literally made thumbs up demanding for a few examples of such biases .
Subconscious Biases
Without pointing accusing fingers at anybody , I said : “ Conscious biases are obvious . They exist in public domains of workplaces whose employees cannot address them for fear of victimization .”
My concern was about unconscious biases which individual powerful employees are unaware of . They are based on one ’ s experiences , beliefs , and societal norms . The subconscious biases are some kind of blind spot , which an employee may take time to identify and eliminate .
I gave the example of someone who had been brought up in a community which held a negative attitude towards the female gender . Given an opportunity to make employment decisions , the person would discriminate against women without second thoughts .
Angela , who had been attentively listening to my line of argument , said : “ I know of one manager , whose name I shall not
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Organizations should create a more diverse and inclusive workplace to minimize incidents of unconscious biases in making employment and other work-related decisions . Eliminating opaque biases at workplaces would lead to better decision-making , increased productivity and improved morale in the workforce . disclose , who shortlists more CVs with male names compared to female names . Yet , the qualifications and experience of the applicants are identical .” Daudi applauded Angela on the example that showed how unconscious biases around gender can impact hiring decisions .
Shortlisting Apps
Being an ardent believer in automation of recruitment processes , I said : “ With so many candidate shortlisting apps in the market , the unconscious biases of the manager can be nipped on its bud . If the organization cannot afford any of the apps , it can implement a blind recruitment practice where candidates ’ information such as name , gender , age and ethnicity is removed from the CV .”
Organizations that practice blind screening have eliminated biases and ensured that candidates are evaluated solely on their education , skills and experience .
Shaking his head doubtfully , Daudi said : “ Beyond programmed shortlisting of candidates , I still foresee unconscious biases cropping up during interviews .”
Angela explained that HR creates diverse interview panels to eliminate bias in the hiring process . In some cases , HR establishes standardized interview questions to minimize biases in evaluating the candidates .
I wanted to give an incident where such questions were leaked to candidates before the interview date . But I restricted myself in case I was put on the spot to identify my
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